Leadership and Web 2.0

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In this webinar Dr. Grady McGonagill, LLC board member and principal of McGonagill Consulting, presenst key findings from his new book—Leadership and Web 2.0: The Leadership Implications of the Evolving Web—which he has co-authored with Tina Doerffer from the Bertelsmann Foundation in Germany. The Webinar will offer an overview of the leadership constraints and opportunities being generated through innovations in Internet-based technology.

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Leadership and Web 2.0

  1. 1. mcgonagill-consulting.comLeadership and Web 2.0 Leadership Learning Community August 6, 2012
  2. 2. Study: Impact of the Web on Leadership • Sponsorship • Approach • Methodsmcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 2
  3. 3. Study: Impact of the Web on Leadership [Hidden Slide] • Sponsorship • Approach • Methodsmcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved.
  4. 4. Phases of Web Evolution • Web 1.0 (1991–2000) • Web 2.0 (2001–2010) • Web 3.0 (2011–present)mcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved.
  5. 5. “[the Web is bringing about]… a number of deep, long-term transformations in the culture, structure, process and economics of work.We are shifting from closed and hierarchic workplaces with rigid employment relationships to increasingly self- organized, distributed and collaborative human capital networks that draw knowledge and resources from inside and outside the firm.” Clay Shirky, Here Comes Everybody:The Power of Organizing Without Organizations (2008)mcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 5
  6. 6. Openness and transparencymcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 6
  7. 7. Loosening of boundariesmcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 7
  8. 8. Emergence of Networksmcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 8
  9. 9. Contraction of Space and Timemcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 9
  10. 10. Distinctive Social Sector Pattern From To • Organization-centric • Network-centric engagement engagement • Organizations • Organizingmcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved.
  11. 11. “A new leadership paradigm seems to be emerging, with an inexorable shift away from one-way, hierarchical, organization-centric communication toward two-way, network-centric, participatory and collaborative leadership styles.” Quote from the study by Nick Petrie, “The Future of Leadership” Whitepaper, Center for Creative Leadershipmcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 11
  12. 12. Shift in Mindsets From To • Organization as • Organization as “machine”asdasdadf “complex adaptive organism” • “I will be more effective if I control” • “I will be more effective if I let go”mcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 12
  13. 13. Demand for New Skills Skills Still Relevant Skills Now Needed • Interpersonal/ • Network leadership kkkk Influence • Coaching teams • Coaching individuals • Team/group facilitation • Virtual team leadership • Systems thinking • Cross-boundary leadership • Information/knowledge managementmcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 13
  14. 14. Need for New Knowledge • Web literacymcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 14
  15. 15. Adaptive Leadership Strategies 1. Adopt the new leadership paradigmmcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 15
  16. 16. Adaptive Leadership Strategies 1. Embrace the new leadership paradigm 2. Encourage a learning culturemcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 16
  17. 17. Adaptive Leadership Strategies 1. Embrace the new leadership paradigm 2. Encourage a learning culture 3. Develop a Web strategy/policymcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 17
  18. 18. Adaptive Leadership Strategies 1. Embrace the new leadership paradigm 2. Encourage a learning culture 3. Develop a Web strategy/policy 4. Open up communication ─ Internally ─ Externallymcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 18
  19. 19. Adaptive Leadership Strategies 1. Embrace the new leadership paradigm 2. Encourage a learning culture 3. Develop a Web strategy/policy 4. Open up communication ─ Internally ─ Externallymcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 19
  20. 20. Adaptive Leadership Strategies 1. Explore the new leadership paradigm 2. Encourage a learning culture 3. Develop a Web strategy/policy 4. Open up communication 5. Embrace networksmcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. Seite 20
  21. 21. Adaptive Leadership Strategies 1. Embrace the new leadership paradigm 2. Encourage a learning culture 3. Develop a Web strategy/policy 4. Open up communication 5. Foster networks 6. Experiment!mcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved.
  22. 22. Is the Glass half-empty or half- full?mcgonagill-consulting.commcgonagill-consulting.com
  23. 23. Is the Glass half-empty or half- full? “A door like this has cracked open five or six times since we got up on our hind legs. It’s the best possible time to be alive, when almost everything you thought you knew is wrong.” Spoken by the character Valentine Coverly in Tom Stoppard’s play Arcadia.mcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved.
  24. 24. Appendix: Backup Slidesmcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved.
  25. 25. Examples of Web-based Innovation •  Attracting resources • Internal communication and organization • More closely connecting organizations and expertise • Fostering openness • Building ecosystems of support • Enabling rapid response • Expanding capacity to serve • Enhancing effectiveness • Fostering individual engagement Page 25mcgonagill-consulting.commcgonagill-consulting.com Seite 25
  26. 26. Social Sector Examples •  Attracting resources • Internal communication and organization • More closely connecting organizations and expertise • Fostering openness • Building ecosystems of support • Enabling rapid response • Expanding capacity to serve • Enhancing effectiveness • Fostering individual engagement Page 26mcgonagill-consulting.commcgonagill-consulting.com Seite 26
  27. 27. Social Sector Examples •  Attracting resources • Internal communication and organization • More closely connecting organizations and expertise • Fostering openness • Building ecosystems of support • Enabling rapid response • Expanding capacity to serve • Enhancing effectiveness • Fostering individual engagement Page 27mcgonagill-consulting.commcgonagill-consulting.com Seite 27
  28. 28. Social Sector Examples •  Attracting resources • Internal communication and organization • More closely connecting organizations and expertise • Fostering openness • Building ecosystems of support • Enabling rapid response • Expanding capacity to serve • Enhancing effectiveness • Fostering individual engagement Page 28mcgonagill-consulting.commcgonagill-consulting.com Seite 28
  29. 29. Social Sector Examples •  Attracting resources • Internal communication and organization • More closely connecting organizations and expertise • Fostering openness • Building ecosystems of support • Enabling rapid response • Expanding capacity to serve • Enhancing effectiveness • Fostering individual engagement Page 29mcgonagill-consulting.commcgonagill-consulting.com Seite 29
  30. 30. Social Sector Examples •  Attracting resources • Internal communication and organization • More closely connecting organizations and expertise • Fostering openness • Building ecosytems of support • Enabling rapid response • Expanding capacity to serve • Enhancing effectiveness • Fostering individual engagement Page 30mcgonagill-consulting.commcgonagill-consulting.com Seite 30
  31. 31. Social Sector Examples •  Attracting resources • Internal communication and organization • More closely connecting organizations and expertise • Fostering openness • Building ecosystems of support • Enabling rapid response • Expanding capacity to serve • Enhancing effectiveness • Fostering individual engagement Page 31mcgonagill-consulting.commcgonagill-consulting.com Seite 31
  32. 32. Social Sector Examples •  Attracting resources • Internal communication and organization • More closely connecting organizations and expertise • Fostering openness • Building ecosystems of support • Enabling rapid response • Expanding capacity to serve • Enhancing effectiveness • Fostering individual engagement Page 32mcgonagill-consulting.commcgonagill-consulting.com Seite 32
  33. 33. Social Sector Examples •  Attracting resources • Internal communication and organization • More closely connecting organizations and expertise • Fostering openness • Building ecosystems of support • Enabling rapid response • Expanding capacity to serve • Enhancing effectiveness • Fostering individual engagement Page 33mcgonagill-consulting.commcgonagill-consulting.com Seite 33
  34. 34. Social Sector Examples •  Attracting resources • Internal communication and organization • More closely connecting organizations and expertise • Fostering openness • Building ecosystems of support • Enabling rapid response • Expanding capacity to serve • Enhancing effectiveness • Fostering individual engagement Page 34mcgonagill-consulting.commcgonagill-consulting.com Seite 34
  35. 35. New Leadership Paradigms: 5 Examples • Developmental Action Inquiry • Adaptive Leadership • CCL’s DAC model • Integral Leadership • Theory U Page 35mcgonagill-consulting.commcgonagill-consulting.com
  36. 36. Barriers to effective Web Use • Biggest Barrier: – Culture, which is rooted in the way things have been successfully done in the past. • Easier to address: ─ Inflated expectations about the speed or degree of payoff from social media tools ─ Inadequate user support, which can lead to Early frustration with attempts to use the tools (e.g., log-in problems) ─ Overly complex tools with too many features and options (Sharepoint)mcgonagill-consulting.commcgonagill-consulting.com Seite 36
  37. 37. Leadership Development Blended Learning • This concept is receiving significant attention in the corporate world but seems equally applicable to other sectors.   • It describes the effort to systematically integrate different forms of learning, combining and complementing face-to-face instruction with the many other modes that are now possible.   37mcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. version 1.0
  38. 38. Leadership Development Enhanced effectiveness of formal instruction   • Laying the groundwork for formal programs •Following up formal programs •Facilitating support networks among workshop/program participants. •Forming communities around workshops   38mcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. version 1.0
  39. 39. Leadership Development New forms of learning • Internet forums • Virtual learning environments • Web-supported communities of practice 39mcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. version 1.0
  40. 40. Leadership Development Increased ease of access to learning   • Overcoming barriers of geography and language • Virtual access to conferences   • More powerful and individualized means of keeping informed • User-friendly access to personal development opportunities 40mcgonagill-consulting.commcgonagill-consulting.com © 2011 McGonagill Consulting. All rights reserved. version 1.0
  41. 41. Discussion Examples Komens Konymcgonagill-consulting.commcgonagill-consulting.com Page 41

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